If an enterprise wants to develop, it must learn to train and retain talent by providing benefits to them.
The outbreak of the pandemic has changed the living conditions of countless people. According to statistics, 460,000 enterprises in China went bankrupt and 3.1 million individual businesses had their business licenses canceled. Under such tremendous pressure, in late September 2022, top Christian executives of leading domestic companies shared their experience in hopes of aiding those small business owners and young entrepreneurs who intend to survive the crisis.
Working in a company with a history of 150 years, Mr. L believed that in order to let an enterprise develop healthily and last long, managers needed to focus on three core points.
First of all, the company should choose projects that suited their team and abandon bad businesses, as not all new products and projects could develop continually.
Secondly, the value of the products should be conveyed to customers. Mr. L believed that for a company to gain a foothold, it must appreciate the value of its own products and know how to communicate that to customers. He said: "Our products are not high-tech and many people can imitate them, so how do we compete? The price war is not a good option, but we must convey the value of our products to customers and maintain long-term cooperation with them."
Thirdly, the company should train and retain people. In his view, it was not enough to have good products and good technology. Nurturing and retaining talents was critical for enterprises.
Mr. C, a Malaysian Chinese who has been doing business in China for nearly 20 years, also shared his successful experience. Mr. C said that during COVID-19, they discussed how to better serve customers to overcome the crisis and manage other external factors.
Of the same opinion as Mr. L, he emphasized that in addition to serving customers, enterprises should offer benefits to their employees. He believed that people were the most important and paid great attention to corporate culture and humane management. He suggested that managers should care about what employees cared about.
Mr. C insisted on a balance between work and life. As the work took up one-third of an employee's time, he said the company should create a family atmosphere that gave employees a sense of belonging.
In addition, he also reminded businessmen to refuse the temptation and adhere to their own business philosophy, as they might forget the original intention of the enterprise when confronted with the challenges of development.
Mr. A, another corporate executive who was engaged in international business, also said that people with talent should be valued. His company required executives to sell their shares after the age of 65 to absorb new young leaders, though these aged managers could continue working there.
He also mentioned specific issues: under tremendous pressure in big cities like Beijing, Shanghai, and Guangzhou, many young people planned to return to their hometowns after having worked for several years there because of marriage and housing issues. Facing a brain drain, companies should help solve these young people’s problems in order to retain them for the enterprise.
All three executives mentioned the importance of talent.
An entrepreneur born in the 1980s, who built a small team with his friends, experienced a similar situation. Hit hard by the pandemic, they couldn't pay employees wages for a period of time, but no one left the small company because of mutual trust and harmonious relationships.
The successful experience of enterprises can also be applied in church. Churches face the loss of believers as well as pastors. Under pressure, church leaders should think about how to provide good pastoral care for believers, and guarantee the lives of pastors and staff workers while inspiring them to serve well and resist temptation.
- Translated by Abigail Wu
疫情的发生改变了无数人的生活状态，据上半年的统计，我国去年一年有46万家企业破产倒闭，310万个体工商户注销。在这巨大的压力之下，今年9月末，3个基督徒高管分享企业健康的经验以帮助那些在危机中坚挺的小企业主和创业青年。
活动的主题是企业如何在危机下健康发展。
L先生目前在一家有着150年历史的企业服务，L先生首先对此做出解答。
他认为一个企业要健康发展，其目的是企业要延续。他认为关键因素有三点：
1，选好适合自己团队的业务或项目。他的经验是，一个企业在发展中可能会开展很多业务，但是要学会舍弃一些不良的业务。因为所开发很多新项目，不是所有好的产品和项目都能持续发展。
2，重视向客户传达产品价值。L先生认为一个企业能够立足，一定要有自己产品的价值，并要懂得与客户沟通。他表示：“我们的产品不是高科技，很多人可以模仿，那我们凭什么竞争？拼价格是不行的，必须向客户传达我们产品的价值，并跟客户保持长期的合作。”
3，培养并留住人。在L先生看来，光有好的产品、好的技术是不够的，还需要留下好的人。培养并留住人才对于企业来说很关键的。
一位在中国做企业近20年的马来西亚华人蔡先生也分享了他的成功经验。在疫情期间，他们一直在探讨如何更好地服务客户，从这个角度来克服疫情以及外部环境的影响。
其次，与L先生的看法相同，他强调，除了服务客户以外，他的另一个经验是企业要为员工谋福利。他认为人是最重要的财富，他很重视企业文化，重视企业人性化管理。他提议他们公司的管理层要发自内心去关心员工所关心的事。
蔡先生坚持工作和生活要平衡，他觉得工作已经占了一个人三分之一以上的时间。可以说，工作已经是生活的一部分，所以他要求公司要有家的氛围,让员工有归属感
此外，他也提醒大家要懂得拒绝诱惑。企业在发展中也会面临诱惑，可能会忘记企业的初衷。这个时候要严格遵循自己的经营理念。
另一位从事国际业务的企业高管A先生同样表示要重视人才。他们公司要求管理层65岁以后必须卖出手中的股份。他们公司的理念是：他们可以继续工作，这么做只是为了保证管理层拥有新鲜的血液。
他也提到一些具体的问题，比如，在北上广这样的大城市，年轻人面临巨大的压力。很多人在工作几年之后，因为考虑到婚姻问题，住房问题，就有回老家的计划。人才流失是很多企业要面对的，那怎么才能让这些青年人稳定下来，就需要帮助他们。
几位高管都提到一个共同的问题：看重人才。
企业要发展，必须学习培养人才并留住人才，优秀的企业往往会为员工谋福利。(==当summary)
一位80后创业者反馈确实是这样，这位弟兄和朋友自己创建了一个小团队。疫情期间，虽然受到打击，也有一段时间无法发出工资的情况，但是因为同事之间关系融洽，彼此信任，大家都没有选择退出，而是彼此支持着坚持下来。
以上企业健康发展的分享，其实也适合教会牧者思考。今天教会信徒流失问题严重，甚至传道人流失也很严重。教会在压力之下如何为信徒提供精心的牧养？传道人和同工们的生活是否能得到保障？牧者和同工的事奉怎样保持起初的火热？教会在发展中是不是有偏离，如何拒绝诱惑？……这些问题需要今日教会共同努力。https://christiantimes.cn/news/38152/%E7%BB%8F%E9%AA%8C%7C%20%E4%B8%89%E4%BD%8D%E4%BC%81%E4%B8%9A%E5%AE%B6%E5%88%86%E4%BA%AB%EF%BC%9A%E4%BC%81%E4%B8%9A%E5%A6%82%E4%BD%95%E5%9C%A8%E7%96%AB%E6%83%85%E7%AD%89%E5%8D%B1%E6%9C%BA%E4%B8%8B%E5%81%A5%E5%BA%B7%E5%8F%91%E5%B1%95%EF%BC%9F
经验| 三位企业家分享：企业如何在疫情等危机下健康发展？
If an enterprise wants to develop, it must learn to train and retain talent by providing benefits to them.
The outbreak of the pandemic has changed the living conditions of countless people. According to statistics, 460,000 enterprises in China went bankrupt and 3.1 million individual businesses had their business licenses canceled. Under such tremendous pressure, in late September 2022, top Christian executives of leading domestic companies shared their experience in hopes of aiding those small business owners and young entrepreneurs who intend to survive the crisis.
Working in a company with a history of 150 years, Mr. L believed that in order to let an enterprise develop healthily and last long, managers needed to focus on three core points.
First of all, the company should choose projects that suited their team and abandon bad businesses, as not all new products and projects could develop continually.
Secondly, the value of the products should be conveyed to customers. Mr. L believed that for a company to gain a foothold, it must appreciate the value of its own products and know how to communicate that to customers. He said: "Our products are not high-tech and many people can imitate them, so how do we compete? The price war is not a good option, but we must convey the value of our products to customers and maintain long-term cooperation with them."
Thirdly, the company should train and retain people. In his view, it was not enough to have good products and good technology. Nurturing and retaining talents was critical for enterprises.
Mr. C, a Malaysian Chinese who has been doing business in China for nearly 20 years, also shared his successful experience. Mr. C said that during COVID-19, they discussed how to better serve customers to overcome the crisis and manage other external factors.
Of the same opinion as Mr. L, he emphasized that in addition to serving customers, enterprises should offer benefits to their employees. He believed that people were the most important and paid great attention to corporate culture and humane management. He suggested that managers should care about what employees cared about.
Mr. C insisted on a balance between work and life. As the work took up one-third of an employee's time, he said the company should create a family atmosphere that gave employees a sense of belonging.
In addition, he also reminded businessmen to refuse the temptation and adhere to their own business philosophy, as they might forget the original intention of the enterprise when confronted with the challenges of development.
Mr. A, another corporate executive who was engaged in international business, also said that people with talent should be valued. His company required executives to sell their shares after the age of 65 to absorb new young leaders, though these aged managers could continue working there.
He also mentioned specific issues: under tremendous pressure in big cities like Beijing, Shanghai, and Guangzhou, many young people planned to return to their hometowns after having worked for several years there because of marriage and housing issues. Facing a brain drain, companies should help solve these young people’s problems in order to retain them for the enterprise.
All three executives mentioned the importance of talent.
An entrepreneur born in the 1980s, who built a small team with his friends, experienced a similar situation. Hit hard by the pandemic, they couldn't pay employees wages for a period of time, but no one left the small company because of mutual trust and harmonious relationships.
The successful experience of enterprises can also be applied in church. Churches face the loss of believers as well as pastors. Under pressure, church leaders should think about how to provide good pastoral care for believers, and guarantee the lives of pastors and staff workers while inspiring them to serve well and resist temptation.
- Translated by Abigail Wu
Entrepreneurs: Offer Employees Benifits to Retain Them During Crisis
